04-12-10 Council Agenda & Packet

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Although we ha~re been forced to reduce the lengths nftlre season far this programs, these are riot replacement pnsitians. Instead, this would allow the Parks and Recreation Department to rettn`n to the full range of seFVices in tlse more limited time window. 5. Submit a copy of your rrsost rece~at Audis Summary or h'inancial Review, if applicable, sliJli; ~~~~~>~ (~~TACH1VIEl®IT c} 6. Describe your entity's past experience, if any, working with READ Services, Inc. The City has provided funding for partnership initiatives with REAL Services in the past, and REAL Services is a partner in several aspects of the Howard Park Senior Center, including the Meals an VsTheels/Senior Picnic collabvratiozs. 7. Describe how CSBGdARRA funds will assist with retairaang or creating the positions described in questions #3 and #4, Mast ofthc positions described are saasanaI Iabnrers, and these crews have a very large impact on neighborhoods and the "common property" of the City of South $end 'These crews usually provide labor-intensive work an short-term but necessary projects. Providing clean, safe properties and neighbas~haads, remediating violations and hazardous conditions will have an i~irmediate positive effect on the neighborhoods, but will also provide positive benefits to the working individuals and their faspilies, Both the seasonal labores•s aszcl the programmer positions (at the community centers and at the Playground Program across the city at various park pmpertics) situply will not be available without the assistance of the CS~3G-ARR.4 funding. On Ma~`ch 19, 2008, Indiana Governor Mitch Daniels sig~ied House }3i1I i 001 that capped property tax assessment of private residences to 1% of assessed value, The projected revenue shortfall for the City of South Bend (an its full implementation in 2010) was $22 ~nillior3 to $2~1 million. l;rugal spending (ixi preparation for tlsls Bill} had begun in 2005, but even with fhe monies conserved in 2008, city officials were forced to make more than $3.1 million in additional perma~rent cuts in personnel and services to complete a 2009 budget. Despite modifications to a Local Op#ion Income tax and creation of a Public Safety tax tv #'usrd critical Police and b'ire personnel, an estimated $b million in last revenue was not replaced in the 2010 budget and had to be balanced by termination of personnel and services corrspared to the diminislred 2009 budget. This was compounded by the $2 million revenue decline to the city fro€n the global economic crisis. In comparison to 2008 levels, the City has cut more than 80 positions and the accompanying services provided by that staff as result of revenue declines< The Mayor, Division Heads and most directors have taken mandatary 5°/a salary cuts. Non- bargaining staff's pay fcsr the ezsti~•e city has been fxazen for the past two years. Seasonal positions were fhe most heavily af'f'ected, many being completely eliminated. The C;SBG -- ARRA grant will xestore a portion of those services to the sections of out• community that are most likely to have been most affectad<